国际商务谈判第四章强化练习
国际商务谈判第四章强化练习
姓名： [填空题] *
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1.报价的基础是（） [单选题] *
A.掌握行情(正确答案)
B.头脑灵活
C.口才好
D.工作作风
2.卖方主动开盘报价叫（） [单选题] *
A.递盘
B.报盘(正确答案)
C.还盘
D.受盘
3.在实际谈判中基本不采用的让步方式是（） [单选题] *
A在让步的最后阶段一步让出全部可让利益(正确答案)
B.等额地让出可让利益
C.先高后低，然后又拔高
D.小幅度递减
4.用于在谈判竞争中处于不利境地，但又急于获得成功的谈判一方的让步方式是（） [单选题] *
A.先高后低，然后又拨高
B.等额地让出可让利益
C.开始时大幅度递减，但又出现反弹(正确答案)
D.小幅度递减
5.按照惯例，谈判中应先报价的谈判方是（） [单选题] *
A.买方或卖方
B.买方或发起人
C.卖方或发起人(正确答案)
D.买方或卖方或发起人
6.一般适用于陷入僵局或危难的让步方式是（） [单选题] *
A.起始两步全部让完可让利益(正确答案)
B.一次性让步
C.坚定的让步
D.大幅度递减但又出现反弹
7. 在商务谈判实践中，人们总结出的常见的让步方式有（） [单选题] *
A.7种
B.8种(正确答案)
C.5种
D.6种
8.谈判双方在磋商阶段意见产生分歧而形成的僵持局面是（） [单选题] *
A.谈判初期僵局
B.谈判中期僵局
C.协议期僵局(正确答案)
D.执行期僵局
9.“多头并进”的谈判方法又叫做（） [单选题] *
A.单项谈判
B.互惠式谈判
C.纵向谈判
D.横向谈判(正确答案)
1.商务谈判大体可包括的四个阶段是（） *
A.开局阶段(正确答案)
B.摸底阶段
C,报价阶段(正确答案)
D.磋商阶段(正确答案)
E.成交阶段(正确答案)
2.在国际商务谈判中典型的报价战术是（） *
A.西欧式报价战术(正确答案)
B.荷兰式报价战术
C.日本式报价战术(正确答案)
D.美洲式报价战术
E.英国式报价战术
3.从狭义的角度来理解,谈判僵局包括（） *
A.谈判初期僵局(正确答案)
B.谈判中期僵局(正确答案)
C.谈判后期僵局(正确答案)
D.协议期僵局
E.执行期僵局
4.潜在僵局的直接处理方法有（） *
A.站在对方立场上说服对方(正确答案)
B.归纳概括法(正确答案)
C.反问劝导法(正确答案)
D.幽默方法(正确答案)
E.适当馈赠(正确答案)
5.在妥善处理谈判僵局的最佳时机方面的技巧和方法有（） *
A.及时答复对方的反对意见(正确答案)
B.适当拖延答复(正确答案)
C.争取主动，先发制人(正确答案)
D.幽默方法
E.适当馈赠
6.打破谈判中僵局的具体做法主要有（） *
A.采取横向式的谈判(正确答案)
B.改期再谈(正确答案)
C.改变谈判环境与气氛(正确答案)
D.叙旧情，强调双方共同点(正确答案)
E.更换谈判人员或由领导出面调解(正确答案)。
国际商务谈判知到章节答案智慧树2023年外交学院
国际商务谈判知到章节测试答案智慧树2023年最新外交学院绪论单元测试1.Negotiation is an integral part of daily life and the opportunities to negotiatesurround us. （）参考答案:对第一章测试1.Due to advances in technology and changes in the workplace, negotiation isbecoming: （）参考答案:An increasingly important skill for people to hone.2.Which of the following is least likely a negotiation situation? （）参考答案:The invitation you receive to a party says you can bring a friend.3.Implicit in all negotiations is that the parties are: （）参考答案:interdependent.4.The basic problem in most negotiations is: （）参考答案:Conflicting interests.5.Negotiation is a process reserved only for the skilled diplomat, topsalesperson, or ardent advocate for an organized lobby. （）参考答案:错第二章测试1.The first step of the first stage of a negotiation is: （）参考答案:Pre-negotiation preparation.2.Effective negotiation preparation encompasses three general abilities:situation assessment, other-party assessment, and _______.（）参考答案:self-assessment3.BATNA is short for ‘Best Alternative To a Negotiated Agreement’.（）参考答案:对4.In order to reach a successful negotiation outcome, the negotiators mustunderstand that their BATNA is: （）参考答案:determined by objective reality5.When, you are asked about your desired salary in a job interview, what is thebest response to use with the prospective employer? （）参考答案:Identify a variety of different combinations of highly attractive offerpackages and present those packages to the employer6.What is meant by the hidden table in a negotiation? （）参考答案:Important parties who are the real decision makers are not present at the negotiation table7.The strategic planning stage of preparation includes: （）参考答案:Defining the situation, establishing the desired goals, formulating astrategy and deciding how to implement the strategy.8.To achieve the greatest gains, negotiators should stick to the script theycreated during the preparation phase. （）参考答案:错第三章测试1.Negotiators who are highly concerned with achieving their substantive goalsbut have significantly less concern for the relationship or for the otherparty’s substantive goals are likely to adopt: （）参考答案:A distributive strategy.2.Accommodative strategies emphasize: （）参考答案:null3.Win-win negotiation does not pertain to how the pie is ____ but rather, to howthe pie is _____ by negotiators.（）参考答案:divided ; enlarged4.In a positive bargaining zone, negotiators’ reservation points overlap. If theparties fail to reach an agreement when a positive bargaining zone exists, the outcome is ______ because ______.（）参考答案:a suboptimal impasse; the negotiators left money on the table5. A negative bargaining zone indicates that:（）参考答案:there is no positive overlap between the parties’ reservation points6.The package of issues for negotiation is the Bargaining mix. （）参考答案:对7.Context issues (e.g., history of the relationship) can affect negotiation. （）参考答案:对8.To negotiate optimally, each party’s interests should be kept secret from theother party.（）参考答案:错9.The strategy of an integrative approach to negotiation involves: （）参考答案:Creating value.10.The situational characteristics that determine which negotiating strategy ismost appropriate are: （）参考答案:Goals, resources, and the level of the relationship and trust.第四章测试1.What are the most critical precursors for achieving negotiation objectives?（）参考答案:Effective strategizing, planning and preparation2.What action can be taken after the first round of offers? （）参考答案:All of the above.3.When formulating counteroffers and concessions, negotiators need toconsider three things: （）参考答案:the pattern, the magnitude, and the timing of concessions4.Drawing up a firm list of issues before the initial negotiation meeting is avaluable process because it forces negotiators to think through theirpositions and decide on objectives. （）参考答案:对5.Each party's resistance point is openly stated at the conclusion ofnegotiations. （）参考答案:错第五章测试1.Selective presentation can be used to lead the other party to form the desiredimpression of your resistance point or to open up new possibilities foragreement that are more favorable to the presenter than those that currently exist.（）参考答案:对2.Hardball tactics are designed to （）参考答案:null3.Studies indicate that negotiators who make low or modest opening offers gethigher settlements than do those who make extreme opening offers. （）参考答案:错4.One way negotiators may convey the message that "this is the first offer" isby making the first concession substantial. （）参考答案:错5. A small concession late in negotiations may indicate that there is little roomleft to move. （）参考答案:对ing objective criteria is most effective when each party searches for itsown criteria as opposed to searching for objective criteria together. （）参考答案:错7.Which of the following is a major step in the integrative negotiation process?（）参考答案:All of the above are major steps in the integrative negotiation process.8.In which major step of the integrative negotiation process of identifying anddefining the problem would you likely find that if the problem is complex and multifaceted the parties may NOT even be able to agree on a statement of the problem? （）参考答案:state the problem with an eye toward practicality andcomprehensiveness.9.What approach(es) can parties use to generate alternative solutions byredefining the problem or problem set? （）参考答案:logrolling;nonspecific compensation10.In brainstorming（）参考答案:parties are urged to be spontaneous and even impractical.11.When formal channels of communication break down, negotiators arepermitted to finding alternatives and can use which of the following? （）参考答案:all of the above12.If both parties understand the motivating factors for the other, they mayrecognize possible compatibilities in interests that permit them to inventpositions which both will endorse as an acceptable settlement. （）参考答案:对13.Hardball tactics work most effectively against powerful, well-preparednegotiators. （）参考答案:错14.Which of the following processes is central to achieving almost all integrativeagreements? （）参考答案:null15.What are the strategies for responding to hardball tactics?参考答案:Co-Opt the other party;Ignore them;Respond in kind;Discuss them第六章测试1.Research studies suggest that culture does have an effect of negotiationoutcomes, although it may not be direct and it likely has an influence through differences in the negotiation process in different cultures.（）参考答案:对2.The best approach to manage cross-cultural negotiations is to be insensitiveto the cultural norms of the other negotiator's approach. （）参考答案:错3.Which of the following best describes the differences between individualismand collectivism as cultural values in negotiation? （）参考答案:Individualists see themselves as autonomous entities; collectivists seethemselves in relation to others4.Negotiators who belong to which of the following cultures are likely toengage in a reciprocal offering strategy? （）参考答案:High context/collectivistic.5.Which of the following strategies should negotiators with a low familiaritywith the other culture choose? （）参考答案:null。
北京大学 国际商务谈判(第四章)
报价的基本原则就是：通过反复比较和权衡，设法找出价 格所带来的利益与被接受的成功率之间的最佳结合点。
（三）最低可接纳水平
报价之前最好为自己设定一个“最低可接纳水平” 报价之前最好为自己设定一个“最低可接纳水平”。最低 可接纳水平是指最差的但却可以勉强接纳的最终谈判结果。 有了最低可接纳水平，谈判人员可避免拒绝有利条件或接 受不利条件，也可用来防止一时的鲁莽行动。在“ 受不利条件，也可用来防止一时的鲁莽行动。在“联合作 战”的场合，可以避免各个谈判者各行其是。
第三节 报价阶段的策略
三、进行报价解释时必须遵循的原则 不问不答——是指买方不主动问的问题卖方不要回答。 不问不答——是指买方不主动问的问题卖方不要回答。 有问必答——是指对对方提出的所有有关问题，都要一 有问必答——是指对对方提出的所有有关问题，都要一 一做出回答，并且要很流畅、很痛快地予以回答。 避虚就实——是指对己方报价中比较实质的部分应多讲 避虚就实——是指对己方报价中比较实质的部分应多讲 一些，对于比较虚的部分，或者说水分含量较大的部分， 应该少讲一些，甚至不讲。 能言不书——是指能用口头表达和解释的，就不要用文 能言不书——是指能用口头表达和解释的，就不要用文 字来书写，因为当自己表达中有误时，口述和笔写的东西 对自己的影响是截然不同的。
国际商务谈判（第四章） 国际商务谈判（第四章）
国际商务谈判各阶段的策略
本章学习重点
国际商务谈判各阶段策略—— 国际商务谈判各阶段策略—— 开局阶段的策略 报价阶段的策略 成交阶段的策略 处理僵局的策略
第一节 国际商务谈判策略概述
一、国际商务谈判策略的概念 二、制定国际商务谈判策略的步骤
（一）了解影响谈判的因素 （二）寻找关键问题 （三）确定具体目标 （四）形成假设性方法 （五）深度分析和比较假设方法 （六）形成具体的谈判策略 （七）制定行动计划草案
《国际商务谈判》习题参考答案.doc
《国际商务谈判》习题参考答案第一章习题答案一、名词解释71.谈判：谈判是指各方当事人在一定的条件下，为了满足各自需要而相互协商的活动过程。
2.谈判要素：谈判要素是指构成谈判活动的必要因索，它通常由谈判当事人、谈判议题、谈判背景三个要索构成。
3.谈判议题：又叫谈判客体，它是指在谈判中双方要解决的问题，是谈判者利益要求的体现。
4•原则型谈判：原则型谈判最早由美国哈佛犬学研究中心提出，故又称呛佛谈判术。
原则谈判强调公正原则和公平价值，主要有以下四个特征：一是谈判屮把人和事分开；二是主张按照共同接受的具有客观公正性的原则和公正价值来达成协议；二是谈判屮开诚布公而不施诡计，追求利益而不失风度。
四是努力寻找共同点、消除分歧，争収共同满意的谈判结果。
二、单项选择题1.B；2. C；3. A；4. D；5. B；6. A三、多项选择题1.ABC2. ABCD3. BCD4. ABCD5. ABCD6. BC7.ACD 8. ABCD四、填空题1.谈判2.谈判当事人谈判议题谈判背景3.原则型谈判4.货物买卖谈判投资项日谈判技术贸易谈判劳务谈判索赔谈判。
5.让步型谈判立场型谈判原则型谈判6.主场谈判讥、冋答题1 •你对谈判是如何理解的？它有哪些基木点？答案要点：（1）谈判是指各方当事人在一定的条件下，为了各自需要而相互协商的活动过程。
（2）谈判的定义说明谈判具有日的性、相互性和协商性。
2.构成谈判的基木要素是什么？答案要点：谈判要素是指构成谈判活动的必要因素，它通常山谈判当事人、谈判议题、谈判背景三个要索构成。
3.如何理解谈判的特点？答案要点：谈判的特点是：谈判具有普遍性；谈判具冇行为性；谈判既有合作性又令竞争性；谈判成功的标志是达成协议；谈判是信息交流过程。
4.简述谈判的主要类型。
答案要点：谈判的类型主要有：按参加谈判的人数规模划分，可以分为单人谈判和小组谈判；按参加谈判的利益主体数址不同，可以将谈判划分为双边谈判和多边谈判；按谈判进行的地点，可以划分为主场谈判、客场谈判和屮立地谈判；按谈判的透明度划分，可以分公开谈判和秘密谈判；按谈判的方式划分，谈判分为口头谈判和书血谈判；按谈判的范I 韦I划分，可以分为国内谈判和国际谈判；按谈判内容划分，谈判可以分为，货物货物买卖谈判、投资项目谈判、技术贸易谈判、劳务谈判和索赔谈判；按谈判的方向划分，可以分为纵向谈判和横向谈判；按谈判方所采取的态度与方针划分可以，分为让步型谈判、立场型谈判和原1则型谈判。
《商务谈判学》第4章试题参考答案
《商务谈判学》第4章试题参考答案第四章参考答案一、名词解释：1.开局谈判：开局谈判是商务谈判的前奏，是指谈判开始时，谈判双方之间的寒暄和表态，以及对谈判对手的底细进行探测，为影响和控制谈判进程奠定基础的行为与过程。
2.商务谈判4p：目标（Purpose）、计划（Plan）、进度（Pace）、人员（Person）3.谈判气氛：谈判气氛就是谈判双方人员进入谈判场所的方式、目光、姿态、动作、谈话等一系列有声和无声的信号在双方谈判人员大脑中迅速得到的反映。
4.一致式开局策略：一致式开局策略，是指在谈判开始时为使对方对己方产生好感，以“协商”、“肯定”的方式，创造或建立起对谈判的“一致”的感觉，使双方在愉快友好的交谈中不断地将谈判引向深入的一种开局策略。
5.保留式开局策略：保留式开局策略是指在谈判开始时，对谈判对手提出的关键性问题不做彻底的、确切的回答，而是有所保留，从而给对手造成神秘感，以吸引对手步入谈判。
6.坦诚式开局策略：坦诚式开局策略是指以开诚布公的方式向谈判对手陈述己方的观点或想法，尽快打开谈判局面。
7.挑剔式开局策略：是指开局时，对对手的某项错误或礼仪失误严加指责，使其感到内疚，从而达到营造低调气氛，迫使对方让步的目的。
二、选择题：1.A2.C3.D4.A5.C6.D7.D8.D9.A三、多项选择题1.ABC2.BCD3.ABCD4.ABC四、判断题：1．×，开局阶段双方阵容中的个人地位及所承担的角色最容易完全暴露出来。
2．√3．×，开局阶段的谈判双方座次安排中，我国的习惯是坐北朝南为主，坐南朝北为客。
4．×，商务谈判中当己方处于劣势，价格等主要条款对己方极为不利时应当为己方营造低调气氛。
5．×，在谈判时，我们经常需要营造低调的谈判气氛，其中沉默法的主要特征并非为一言不发，而是己方尽量避免对谈判的实质问题发表议论。
6．×，商务谈判中，为了营造低调的谈判气氛，不可以采用快速单刀直入地询问对方的报价或还价从而迫使对方没有退路。
国际商务谈判练习题.doc
国际商务谈判练习题项目一【知识强化训练】一、重点概念题1.商务谈判2.国际商务谈判3.国际商务谈判原则4.软式谈判5.硬式谈判6.原则式谈判二、单项选择题1.国际商务谈判屮常见的谈判类型是( )A客座谈判B小组谈判C “一对一”谈判D大型谈判2.谈判的核心是（）A说服对方接受自己的观点或做法, 实现自己的利益B信息交换与信息共享C谈判的结果具有法律后果D主体地位平等，利益互惠3.适用于国际大宗商品或成套项目买卖的谈判是（）A主座谈判B客座谈判C主客座轮流谈判D第三地谈判4.国际商务谈判的最大特点是（)A政策性B跨文化性C国际性D复杂性5.参与国际商务谈判的前提条件是（)A诚实信用B据理力争C求同存异D平等互利6.商务谈判的核心议题是（A获得经济利益B价格C互惠互利、双赢D当事人进行协商调整、妥协让步7.在商务谈判中双方平等协商、以诚相待、客观公正、互谅互让、力求双赢，最终实现互惠合作的谈判方式是（）A软式谈判B硬式谈判C原则式谈判D软式和硬式相结合的谈判三、多项选择题1.谈判的特点（）E 谈判的政策性2. 国际商务谈判的特征有（）A 国际性B 跨文化性C 复杂性D 困难性E 政策性3. 在国际商务谈判中引入的客观标准必须符合的要求是（）A 必须符合国际惯例B 具有科学性和权威性C 具有合法性和可操作性D 必须符合谈判方所在国的技术标准E 具有独立于谈判各方主观意志Z 外的客观性。
4. 国际商务谈判按谈判形式分为（）A “一对一”谈判B 小组谈判C 买方谈判D 大型谈判E 卖方谈判5. 在国际商务谈判中要把握互惠互利原则，必须注意（）A 寻找共同目标事项B 扌宾弃细枝末节C 引入客观标准D 言之有据，以理服人E 善于适当妥协6. 国际商务谈判的构成要素有（）A 谈判主体B 谈判客体C 谈判议题D 谈判磋商E 谈判结杲四、 简答题1. 按商务谈判的态度可将商务谈判分为哪儿类？在正确选择这儿类谈判方式时应注意 的问题有哪些？2. 按在交易中的地位可将商务谈判分为哪儿类？各有什么特征？3. 简述商务谈判的特征。
西财《国际商务谈判》教学资料 课后习题答案 第四章
第四章国际商务谈判和程序和技巧一、思考题1.你认为什么是理想的谈判气氛?为什么?答题要点理想的谈判气氛应该是热烈、积极、友好的谈判气氛。
良好的谈判气氛，其特点应该是诚挚、合作、轻松而又认真的。
在该种气氛下，谈判双方态度诚恳，真挚，见面时话题活跃，口气轻松，情感愉快，双方都对谈判的成功充满热情，充满信心，把谈判成功看成友谊的象征。
2.如何建立良好的谈判气氛？答题要点为创造良好的谈判气氛，谈判人员应做好以下几方面的工作：（1）做好周密细致的准备工作事前的准备工作做得越周密就越有利于良好气氛的建立，作为洽谈人员，在事先应充分考虑如何利用开始阶段的各项活动使良好的气氛建立起来，最好是对此拟出一个详细的计划方案，以免忙中出乱。
（2）开诚布公、态度坦诚谈判人员应该精神饱满、径直步入会场，以开诚布公、友好的态度出现在对方面前。
肩膀要放松，目光的接触要表现出真诚、可信、可亲和自信。
谈判人员的心理的微妙变化，都会通过目光显现出来。
双方见面时，谈判人员应毫不迟疑地伸出右手与对方相握。
握手是一个很简单的动作，却可能了解对方是强硬的，还是温和的、理智的。
（3）仪表端庄、服饰美观大方谈判人员的服饰是影响谈判人员形象的重要因素，它直接反映谈判人员的心理特征、审美观念和对对方的态度。
在服饰仪表上，谈判人员要塑造符合自己身份的形象。
服饰要美观、得体、大方、整洁，颜色不要太艳、式样不能太奇，尺码不能太大或太小。
男性着装应突出稳重、成熟；女性着装应力显端庄、柔美。
（4）运用中性话题，加强沟通与了解所谓中性话题就是一些非专业性的，轻松的话题，如气候、体育、艺术等进行交流。
要建立一种相互合作的洽谈气氛需要有一定的时间，因此，洽谈开始时的话题最好是松弛的、非业务性的，比如各自的经历、双方感兴趣的新闻、私人间的话题、叙谈双方以往合作经历和取得的成功等，这样的话题轻松，容易引起共鸣，可以缓和气氛，缩短双方在心理上的距离。
要避免在洽谈刚开始就进入实质性的洽谈，应花一定的时间去沟通思想，加深彼此之间的了解，只有在相互信赖的基础上才会出现和谐的气氛。
国际商务谈判习题和答案
国际商务谈判习题和答案国际商务谈判习题和答案国际商务谈判是企业在全球化背景下进行业务拓展和合作的重要手段。
在这个竞争激烈的市场中，掌握谈判技巧和策略对于企业的成功至关重要。
下面将提供一些国际商务谈判的习题和答案，帮助读者更好地理解和应用于实际场景。
1. 请列举出国际商务谈判中常见的谈判策略。
答案：常见的谈判策略包括合作策略、竞争策略、妥协策略和回避策略。
合作策略强调双方合作、互利共赢，通过共同努力达成双方的利益最大化。
竞争策略则强调自身利益最大化，通过竞争手段争取更多的资源和利益。
妥协策略是在双方利益差距较大时，通过让步和妥协达成一致。
回避策略是当双方无法达成一致时，选择暂时搁置或放弃谈判。
2. 在国际商务谈判中，如何应对对方的威胁和压力？答案：对方的威胁和压力是谈判中常见的策略之一。
应对对方的威胁和压力，首先需要保持冷静和理智，不被对方情绪所左右。
其次，可以通过提供证据和数据来反驳对方的观点和主张，以事实说话，增加自己的说服力。
此外，可以寻找第三方的支持和认可，通过引入中立的观点来平衡对方的威胁和压力。
最重要的是，保持自信和坚定，坚守自己的底线，不轻易妥协。
3. 在国际商务谈判中，如何处理文化差异带来的挑战？答案：文化差异是国际商务谈判中常见的挑战之一。
首先，需要对对方的文化进行了解和尊重，避免冒犯对方的文化习俗和价值观。
其次，可以通过语言和沟通方式的调整来降低文化差异带来的障碍。
例如，使用简洁明了的语言，避免使用隐喻和口头禅。
此外，建立信任和良好的关系也是处理文化差异的关键，通过共进晚餐、参观当地景点等方式增进相互了解和信任。
4. 在国际商务谈判中，如何应对谈判中的不确定性？答案：谈判中的不确定性是无法避免的，但可以通过一些策略来应对。
首先，需要在谈判前做好充分的准备工作，了解对方的需求和底线，预估可能出现的问题和困难。
其次，要保持灵活性和应变能力，随机应变，根据谈判的进展和对方的反应做出相应的调整。
国际商务谈判习题集
国际商务谈判各章练习测试题第一章一、名词解释国际商务谈判，让步型谈判，立场型谈判，原则型谈判，平等互利原则二、填空1．谈判是指参与各方基于某种需要，彼此进行（），磋商协议，旨在协调其（），赢得或维护（）的行为过程。
2．国际商务谈判以（）为谈判的目的，以（）作为谈判的主要评价指标，以（）作为谈判的核心。
3．按谈判中双方所采取的态度与方针来划分，可以将谈判分为（）、（）、（）。
4．按谈判的内容来划分我国企业涉外商务谈判主要有（）（）（）（）（）（）5．根据我国对外经济贸易的一贯政策，在谈判中应遵循（）（）（）（）（）等基本原则。
6．国际商务谈判的基本程序一般包括（）（）（）（）四个阶段。
7．谈判准备工作的内容主要包括以下五个部分，（）（）（）（）（）。
8．模拟谈判能使谈判人员获得（），随时修正谈判中可能出现的（），提高（）。
9．开局阶段，主要指谈判双方见面后，在进入具体交易内容商谈之前，相互（）（）以及就（）进行交谈的那段时间和经过。
、10．PRAM谈判模式由（）（）（）（）构成三、选择1．（）原则作为我国对外经贸关系中的一项基本准则，必须贯彻于国际商务谈判的各个方面。
A 平等互利原则B 灵活机动原则C 友好协商原则D 依法办事原则E 原则和策略相结合的原则2．（）在谈判阶段中为下一步彼此间进行详细而周密的洽谈奠定基础。
A 询盘B 发盘C 还盘D 接受3．（），又称实质性谈判阶段，是指从开局阶段结束以后，到最终签订协议或谈判失败为止，双方就交易的内容和条件进行谈判的时间和过程。
A 准备阶段B 开局阶段C 正式谈判阶段D 签约阶段4．（）要求谈判双方首先将对方作为与自己并肩合作的同事对待，而不是作为敌人来对待。
A 让步型谈判B 立场型谈判C 原则型谈判法5. 国际商务谈判的特殊性有（）A以经济利益为谈判的目的B以经济利益作为谈判的主要评价指标C以价格作为谈判的核心D应按国际惯例办事6．不属于谈判的三项成本的是（）A谈判桌上的成本B谈判过程的成本C谈判的机会成本D谈判前期准备成本7．价值型谈判指（）A 让步型谈判B 立场型谈判C 原则型谈判法8.（）即一般商品的买卖谈判，它主要是买卖双方就买卖货物本身的有关内容的谈判。
国际商务谈判第4、5章历年真题
国际商务谈判第4、5章历年真题一、单选1．开局阶段奠定谈判成功基础的关键是( )A．良好的谈判气氛 B．合理的报价 C．反复磋商 D．确定谈判目标2．国际商务谈判中，首先提出含有较大虚头的开价，然后再讨价还价，直至达成交易的是( )A．西欧式报价 B．日本式报价 C．中东式报价 D．美国式报价3．在最后阶段，一步让出全部可让利益是( )A．坚定的让步 B．一次性让步 C．特殊性让步 D．等额让步4．符合谈判让步原则的做法是( )A．作同等让步 B．让步幅度要大 C．让步节奏要快 D．在重要问题上不要轻易让步5．基于己方的立场、观点、方案，通过陈述来表达对各种问题具体看法的沟通行为是( ) A．答 B．问 C．叙 D．辩6．以下方法中属于间接处理潜在僵局的方法是( )A．反问劝导法 B．归纳概括法 C．场外沟通 D．先肯定局部、后全盘否定7.谈判中的报价是指（）A.价格B.目标价格C.价格策略D.提出交易条件8.双方首次进行谈判时，首要任务是（）A.创设热情洋溢的气氛B.创造严肃、凝重的气氛C.消除和淡化双方的陌生感D.营造和睦友好的气氛9.从高到低，再到微高的让步方式适用于哪种谈判? （）A.己方处于劣势的谈判B.竞争性较弱的谈判C.以合作为主的谈判D.陷入僵局或危难的谈判10.进行较为陌生且缺少经验的谈判，宜采取（）A.坚定让步方式B.等额让步方式C.差额让步方式D.明确让步方式11.谈判中的关键阶段是（）A.开局阶段B.报价阶段C.磋商阶段D.成交阶段12.能够控制谈判方向的技巧是（）A.问B.答C.听D.看13.谈判中讨价还价集中体现在什么行为中? （）A.问B.辩C.叙D.答14.僵局最为纷繁多变的谈判阶段是（）A.准备期B.初期C.中期D.后期15.谈判中，视线接触对方脸部的时间在正常情况下应占全部时间的比例为( )A.20％～60％B.30％～60％C.40％～60％D.50％～60％16.当谈判对手的腹部起伏不停时，一般意味着( )A.他很自信B.他有雅量C.他很兴奋D.他没有戒备之心17.如果是1个小时的谈判，精力旺盛的阶段只是最初的( )A.2分钟—3分钟B.3分钟一5分钟C.5分钟一8分钟D.8分钟一10分钟18.“贵方某某先生的问题提得很好，我曾经在某一份资料上看过有这一问题的记载，就记忆所及，大概是……”这种答复谈判对手的技巧可称为( )A.避正答偏B.推卸责任C.以问代答D.答非所问19.商务谈判中的“问”一般不包含．．．( )A.何时发问B.怎样发问C.问什么问题D.问多少问题20.在商务谈判中，两臂交叉于胸前，一般表示( )A.紧张B.不耐烦C.充满信心D.保守或防卫21.“您第一次发现商品含有瑕疵是在什么时候?”这种商务谈判的发问类型属于( )A.封闭式发问B.澄清式发问C.借助式发问D.探索式发问22.“按照贵方要求，我们的观点不是已经阐述清楚了吗?”这种商务谈判的发问类型属于( )A.借助式发问B.探索式发问C.强调式发问D.澄清式发问23.眉毛上耸，表示此人处于( )A.愤怒状态B.困窘状态C.戒备状态D.惊喜状态24.在执行合同过程中双方对合同条款理解不同而导致的僵局被称为( )A.初期僵局B.执行期僵局C.协议期僵局D.中期僵局二、多选1.开局阶段确定恰当开局策略要考虑的因素有（）A.谈判双方之间的关系B.谈判双方的实力C.开局策略的性质D.开局阶段的目标E.开局阶段的氛围2.间接处理谈判僵局的具体做法有（）A.先肯定局部，后全盘否定B.先重复对方的意见，然后再削弱对方C.用对方的意见去说服对方D.以提问的方式促使对方自我否定E.用自己的意见说服对方3.成交阶段的谈判策略有( )A.场外交易B.最后让步C.最后获利D.为双方庆贺E.慎重对待协议4.在人们相互交谈的过程中，倾听的障碍主要有( )A.判断性B.偏见性C.精力分散D.水平低下E.环境干扰5.谈判中说服顽固者的方法有( )A.等待法B.迂回法C.主动法D.沉默法E.下台阶法6.在商务谈判中，迂回人题的方法包括( )A.从自谦入题B.从题外话入题C.从天气状况入题D.从介绍己方谈判人员入题E.从介绍己方经营状况入题三、名词解释1．协议期谈判僵局 2.日本式报价战术 3.澄清式发问 29.迂回法四、简答1．成交阶段谈判的目标主要有哪些？2．简述你对谈判僵局的认识。
国际商务谈判教案Chapter4(预习复习)
国际商务谈判教案Chapter4（预习复习）Chapter 04 - Negotiation: Strategy and PlanningChapter 4Negotiation: Strategy and PlanningOverviewIn this chapter, we discuss what negotiators should do before opening negotiations. Effective strategy and planning are the most critical precursors for achieving negotiation objectives. With effective planning and target setting, most negotiators can achieve their objectives; without them, results occur more by chance than by negotiator effort. Regrettably, systematic planning is not something that most negotiatorsdo willingly. Although time constraints and work pressures make it difficult to find the time to plan adequately, for many planning is simply boring and tedious, easily put off in favor of getting into the action quickly. It is clear, however, that devoting insufficient time to planningis one weakness that may cause negotiators to fail.The discussion of strategy and planning begins by exploring the broad process of strategy development, starting with defining the negotiator’s goals and objectives then moves to developing a strategy to address the issues and achieve one’s goals. Finally, we address the typical stages and phases of an evolving negotiation and how different issues and goals will affect the planning process.Learning Objectives1. Goals – The focus that drives a negotiation strategy.2. Strategy– The overall plan to achieve one’s goals.3. Getting ready to implement the strategy: The planning process.I. Goals – The Focus That Drives a Negotiation StrategyA. Direct effects of goals on choice of strategy1. There are four important aspects to understand about how goals affect negotiations: a. Wishes are not goals, especially in negotiation. b. Goals are often linked to the other party’s goals. c. There are boundaries or limits to what goals can be.d. Effective goals must be concrete, specific and measurable. If they are not, then itwill be hard to:(1) Communicate to the other party what we want (2) Understand what the other party wants(3) Determine whether an offer on the table satisfies our goals.2. Goals can be tangible or procedural.4-1Chapter 04 - Negotiation: Strategy and Planning3. The criteria used to determine goals depend on your specific objectives and your priorities among multiple objectives.B. Indirect effects of goals on choice of strategy1. Short-term thinking affects our choice of strategy; in developing and framing our goals, we may ignore the present or future relationship with the other party in a concern for achieving a substantive outcome only.2. Negotiation goals that are complex or difficult to define may requirea substantial change in the other party’s attitude. In most cases, progress will be madeincrementally, and may depend on establishing a relationship with the other party.II. Strategy – The Overall Plan to Achieve One’s GoalsA. Strategy versus Tactics1. A major difference between strategy and tactics is that of scale, perspective or immediacy.2. Tactics are short-term, adaptive moves designed to enact or pursue broad strategies, which in turn provide stability, continuity, and direction for tactical behaviors.3. Tactics are subordinate to strategy: they are structured, directed, and driven by strategic considerations.B. Unilateral versus bilateral approaches to strategy1. A unilateral choice is made without the active involvement of the other party.2. Unilaterally pursued strategies can be wholly one-sided and intentionally ignorant of any information about the other negotiator.3. Unilateral strategies should evolve into ones that fully consider the impact of the other’s strategy on one’s own.C. The dual concerns model as a vehicle for describing negotiation strategies. This model proposes that individuals have two levels of related concerns: a concern for their own outcomes, and a level of concern for the other’s outcomes.1. Alternative situational strategiesa. There are at least four different types of strategies when assessing the relativeimportance and priority of the negotiator’s substantive outcome versus the relational outcome: competitive, collaboration, accommodation, and avoidance2. The nonengagement strategy: Avoidancea. There are many reasons why negotiators may choose not to negotiate:(1) If one is able to meet one’s needs without negotiating at all, it may make sense to use an avoidance strategy(2) It simply may not be worth the time and effort to negotiate (although there are sometimes reasons to negotiate in such situations4-2Chapter 04 - Negotiation: Strategy and Planning(3) The decision to negotiate is closely related to the desirability of availablealternatives – the outcomes that can be achieved if negotiations don’t work out3. Active-engagement strategies: Competition, collaboration, and accommodation a. Competition is distributive win-lose bargaining. b. Collaboration is integrative or win-win negotiation.c. Accommodation is as much a win-lose strategy as competition, although it has adecidedly different image it involves an imbalance of outcomes, but in the opposite direction. (“I lose, you win” as opposed to “I win, you lose.”) d. There are drawbacks to these strategies if applied blindly, thoughtlessly orinflexibly:(1) Distributive strategies tend to create “we-they” or “superiority-inferiority” patterns, which may result in a distortion of the other side’s contributions, as well as their values, needs and positions.(2) If a negotiator pursues an integrative strategy without regard to the other’s strategy, then the other may manipulate and exploit the collaborator and take advantage of the good faith and goodwill being demonstrated.(3) Accommodative strategies may generate a pattern of constantly giving in to keep the other happy or to avoid a fight.III. Understanding the Flow of Negotiations: Stages and PhasesA. Phase models of negotiation:1. Initiation2. Problem solving3. ResolutionB. Greenhalgh (2001) suggests that there are seven key steps to an ideal negotiation process:1. Preparation: deciding what is important, defining goals, thinking ahead how to work together with the other party.2. Relationship building: getting to know the other party, understanding how you and the other are similar and different, and building commitment toward achieving a mutually beneficial set of outcomes.3. Information gathering: learning what you need to know about the issues, about the other party and their needs, about the feasibility of possible settlements, and about what might happen if you fail to reach agreement with the other side.4. Information using: at this stage, negotiators assemble the case they want to make for their preferred outcomes and settlement, one that will maximize the negotiator’s own needs.5. Bidding: the process of making moves from one’s initial, ideal position to the actual outcome.6. Closing the deal: the objective here is to build commitment to the agreement achieved in the previous phase.7. Implementing the agreement: determining who needs to do what once hands are shaken and the documents signed.4-3Chapter 04 - Negotiation: Strategy and PlanningIV. Getting Ready to Implement the Strategy: The Planning Process A. Defining the issues1. Usually begins with an analysis of what is to be discussed in the negotiation.2. The number of issues in a negotiation, along with the relationship between thenegotiator and the other party, are often the primary determinant of whether one uses a distributive or integrative strategy.3. In any negotiation, a complete list of the issues at stake is best derived from the following sources:a. An analysis of all the possible issues that need to be decided.b. Previous experience in similar negotiations.c. Research conducted to gather information.d. Consultation with experts in that industry.B. Assembling the issues and defining the bargaining mix1. The combination of lists from each side in a negotiation determines the bargaining mix.2. There are two steps a negotiator can use to prioritize the issues on an agenda: a. Determine which issues are most important and which are less important. b. Determine whether the issues are linked together or are separate.C. Defining Interests1. Interests may be:a. Substantive, that is, directly related to the focal issues under negotiation.b. Process-based, that is, related to how the negotiators behave as they negotiate.c. Relationship-based, that is, tied to the current or desired future relationshipbetween the parties.2. Interests may also be based on intangibles of negotiation.D. Knowing limits and alternatives1. Good preparation requires that you establish two clear points:a. Resistance point – the place where you decide that you should absolutely stop thenegotiation rather than continue.b. Alternatives – other agreements negotiators could achieve and still meet theirneeds. Alternatives define whether the current outcome is better than another possibility.E. Setting targets and openings1. Two key points should be defined in this step:a. The specific target point where one realistically expects to achieve a settlement4-4Chapter 04 - Negotiation: Strategy and Planningb. The asking price, representing the best deal one can hope to achieve.2. Target setting requires positive thinking about one’s own objectives.3. Target setting often requires considering how to package several issues and objectives.4. Target setting requires an understanding of trade-offs and throwaways.F. Assessing constituents and the social context of a negotiation1. When people negotiate in a professional context, there may be more than two parties. a. There may be more than two negotiators at the table. Multiple parties often leadto the formation of coalitions.b. Negotiators also have constituents who will evaluate and critique them.c. Negotiation occurs in a context of rules – a social system of laws, customs,common business practices, cultural norms, and politicalcross-pressures.2. “Field analysis” can be used to assess all the key parties in a negotiation. a. Who is, or should be, on the team on my side of the field?b. Who is on the other side of the field?c. Who is on the sidelines and can affect the play of the game? Who are thenegotiation equivalents of owners, managers and strategists?d. Who is in the stands? Who is watching the game, is interested in it, but can onlyindirectly affect what happens?e. What is going on in the broader environment in which the negotiation takesplace?f. What is common and acceptable practice in the ethical system in which the deal isbeing done?g. What is common and acceptable practice given the culture in which thenegotiation is conducted?G. Analyzing the other party1. Learning the other’s issues, preferences, priorities, interests, alternatives and constraints is almost as important as determining one’s own.2. Several key pieces of background information will be of great importance, including: a. The other party’s resources, issues, and bargaining mix – investigate:(1) Other party’s business history or previous negotiations. (2) Financial data. (3) Inventories.(4) Visit or speak with the other party’s friends and peers. (5) Question past business partners. b. The other party’s interests and needs.(1) Conduct a preliminary interview including a broad discussion of what the other party would like to achieve in the upcoming negotiations. (2) Anticipating the other party’s interests.(3) Asking others who know or have negotiated with the other party. (4) Reading how the other party portrays him/herself in the media.4-5。